Manatee C

ounty Neighborhood Services No Place Like Home10 Year Plan to End

Homelessness Report UpdateJanuary 2012

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Table of Contents

Message from the Director............................................3

The Original 10 Year Plan..............................................4

Housing Work Group.....................................................5

Goal 1: Move Eligible People Off the Streets.........5

Goal 5: Increase Supply of Transitional/Supportive Housing......................................................7

Goal 6: Increase Supply of Permanent Housing for Chronic Homeless.....................................9

Call to Action...............................................................11

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In August of 2006, a fearless group of individuals presented the Manatee Coun-ty 10 Year Plan to End Homelessness, better known as “Voices”, to the Manatee County community. Who would have believed at that time that property val-ues would plummet in our community and across the nation in a few months? Who knew that the economic downturn would spiral out of control and thrust individuals and families into homelessness virtually overnight and that our plan would face a completely new set of challenges immediately after being adopted.

Despite these challenges many of the faces involved in the work of the plan have not changed. The element of “Housing First” remains at the top of the list of key issues to turn the lives of our Community around. This update of the original plan in the group assignment of the Housing area is provided to allow stakeholders to see the status of the objectives. Funding for capital projects has become a difficult commodity to secure but the goal of the plan remains the same, “End Homelessness in Manatee County”.

Sincerely, -Cheri R. CoryeaDirector, Manatee County Neighborhood Services Department

Message from the Director

Mission StatementTo develop a coordinated plan with input from the public, private and nonprofit

sectors of our community to end chronic homelessness.

Vision Statement To end chronic homelessness in Manatee County, Florida by the year 2015.

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BackgroundManatee County, Florida is known for its’ pristine beaches, abundant sunshine and tourist destinations. However, it may surprise some to know that on any given day over 800 people may be found sleeping on the streets, in cars, or in shelters across the County representing the homeless. Within that number are the most difficult group the chronic homeless, they include adults, youth, couples, and an ever growing number of families with children. They are living on the streets temporarily, for several months and some even years. They may have become homeless because of an untreated mental illness, a physical dis-ability, domestic violence, loss of a job, chemical dependency, or an inability to find safe, decent, permanent, affordable housing.

Homelessness impacts all aspects of a person’s life; it is costly in a variety of ways. Residents and visitors to Manatee County are often disturbed by seeing so many homeless people on our streets. Panhandling has become a common site in the County. It is not uncommon to see 2, 3 or more people daily con-ducting solicitations for donations on street corners throughout the community. The result: a less livable community for all of us, and a reduction in the eco-nomic growth potential of the community. This 10-year plan is part of a national movement to end 20 years of chronic homelessness as a large social problem. Manatee County is only as strong as our most vulnerable citizens and it takes the entire community working side by side to rise above this problem. Adapt-ing the national model to local needs will result in a reduction in the number of people on the streets and will support a regional, state, and national effort to end chronic homelessness in ten years.

The PlanWhen the initial 10 Year Plan to End Homelessness Group convened in 2006 they had six different work groups: Implementation, Housing, Service/Health, Public Safety, Prevention, and Business.

Five general planning meetings were held to identify and define 10 plan goals to end chronic homelessness. Those include the following:

1. Move eligible people into stable living environments2. Stop discharging people into homelessness3. Improve outreach to homeless people4. Shorten the time people spend homeless5. Increase supply of transitional/supportive housing6. Increase supply of permanent affordable housing7. Increase economic opportunity for homeless people so they have incomes to pay for housing8. Create innovative partnerships to end homelessness9. Make system change that prevents homelessness10. Implement a data system to help end homelessness

The Original 10 Year Plan to End Homelessness

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Plan Goal 1: Moving Eligible People into a Stable Living Environment

Priority: High #1

Desired Outcome: Provide an additional 400 beds, located outside evacuation and flood zones, move eligible people into stable environments (off of the street) through the creation of a new Marchman Act facility, additional treat-ment facilities, low demand shelters, and increased supply of emergency shelter beds with attention to women only ac-cess in Manatee County, Florida.

Strategy 1: Create Marchman Act facility.

Update: Marchmen Services are funded by the County and offered at Manatee Glens. As funds become identified, additional beds are needed.

Strategy 2: Create additional treatment facilities for substance abuse.

Update: The Salvation Army Strategic Objective Social Mobility: through life skills coaching, employment connections, and sub-population services, The Salvation Army journeys with people from the turning point of crisis to the tipping point of sustainability.

The Salvation Army has three programs within a 50 mile radius for residential substance abuse treatment. The Salvation Army in Bradenton has up to 10 beds for those on hold for this pro-gram. Unfortunately the programs on the Gulf Coast stay quite full. The Salvation Army will continue to advocate for partners in the com-munity to effectively serve this sub-population.

Through The Salvation Army culture and with entrusted capital resources intentionally spark strategic community engagement for philan-

thropic community investment. Specifically invest in the community housing continuum through quality Home (5) opportunities. This could/should include quality designed single room occupancy units that allow for sustainable individ-uals and programs. Programs could/should be designed to incorporate a Rapid Re-Housing model for a portion of individuals suffering from substance abuse.

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Strategy 3: Create low demand shelter access for the homeless.

Update: Volunteers of America of Florida built new Veteran’s housing facility with Community Development Block Grant (CDBG) 2011/12 funds. A total of 15 duplexes, or 30 units were built.

Strategy 4: Increase supply of emergency shelter beds, add women only shelter access

Update: New Hope Family Services Fa-cility was built using Community Devel-opment Block Grant (CDBG) 2005/06 funds.

The Salvation Army Strategic Objective Safety, Soup, & Shelter: The Salvation Army facility in Bradenton has housing capacity of 105 Males, 5 Families (moth-ers with children only) and 4 females. The Salvation Army Strategic Objective Social Mobility assists with life skills coaching, employment connections, and sub-population services. With limited housing resources, The Salvation Army will continue to make every effort to move homeless into Home (5) with avail-able resources.

The Salvation Army continually seeks funds from city, state, national entities, as well as foundations and private individuals. Government funds that have been awarded allow for the shelter to open all beds. All funds are leveraged to assist individuals move from homelessness as soon as possible and beneficial. The Salvation Army looks to providing independent housing grants in 2012 to assist in moving persons through the process more quickly. With every suc-cessful participant a bed is again made available to those waiting for service.

Develop dynamic networks to advocate and develop livable wage connections to rapid re-housing opportunity and supportive services to increase the resilience of individuals and the community.

Through The Salvation Army culture and with entrusted capital resources in-tentionally spark strategic community engagement for philanthropic community investment. Specifically invest in the community housing continuum through quality Home (5) opportunities. This could/should include quality designed sin-gle room occupancy units that allow for sustainable individuals and programs. This could/should include transitional housing for families. Through the con-struction of transitional housing units for families the current family shelter would allow for an additional 20 females to receive emergency shelter daily.

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Plan Goal 5: Increase Supply of Transitional/Supportive Housing

Priority: High #2

Desired Outcome: Provide an addi-tional 400 units of transitional and/or supportive housing, located outside evacuation and flood zones, through the use of existing housing complexes, additional housing on scattered sites, increased amount of congregate tran-sitional living and single room occu-pancy as well as expanding supply of halfway houses.

Strategy 1: Acquire existing housing complexes

Update: Neighborhood Stabilization Program 1 & Neighborhood Stabilization Program 3 funds were used to acquire housing complexes to rehabilitate them.

The Salvation Army Strategic Objective Sustainability: Advocate for a quality housing continuum that allows for a fair and reasonable advancement of qual-ity of life with Home (5) considerations: A place of residence to call home, Controlled housing by the decision of the family head, Congenial environment (utilities, food), Allows for physical, emotional, spiritual health, Allows access to services tailored to families needs.

Three specific communities where the majority of homeless families are come out of housing have been targeted for review of housing continuum and home-lessness prevention.

Develop dynamic networks to advocate and develop livable wage connections to rapid re-housing opportunity and supportive services to increase the resilience of individuals and the community.

Strategy 2: Development of transitional housing on scattered sites throughout Manatee County.

Update: Scattered site housing being utilized throughout the County, with Man-atee Glens Housing Outreach Specialists making the connections for clients.

The Salvation Army Strategic Objective Sustainability: Advocate for a quality housing continuum that allows for a fair and reasonable advancement of qual-ity of life with Home (5) considerations: A place of residence to call home, Controlled housing by the decision of the family head, Congenial environment (utilities, food), Allows for physical, emotional, spiritual health, Allows access

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to services tailored to families needs.

While there is limited capital and prop-erty available for development. Current efforts are to secure funding for neces-sary professional and supportive services. Operating funds must be secured prior to building of properties in order to ensure program functionality. Current housing stock will be used throughout this time. Future development would increase qual-ity and availability of housing stock.

Through The Salvation Army culture and with entrusted capital resources in-tentionally spark strategic community engagement for philanthropic community investment. Specifically invest in the community housing continuum through quality Home (5) opportunities. This could/should include quality designed sin-gle room occupancy units that allow for sustainable individuals and programs. This could/should include transitional housing for families. Through the con-struction of transitional housing units for families the current family shelter would allow for an additional 20 females to receive emergency shelter daily.

Catholic Charities has increased their transitional housing program, Our Moth-er’s House, from 7 apartments to 17 apartments.

Strategy 3: Create congregate transitional living opportunities.

Update: No progress to date.

Strategy 4: Develop single room occupancy housing options.

Update: No progress to date.

Strategy 5: Increase supply of halfway house living quarters.

Update: No progress to date.

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Plan Goal 6: Increase Supply of Permanent Housing for Chronic Homeless

Priority: High #3

Desired Outcome: Provide an additional 400 units of per-manent, affordable, safe, decent housing, located outside evacuation and flood zones, for ownership or rental op-tions.

Strategy 1: Create, acquire and increase subsidized rental properties.

Update: Neighborhood Stabilization Program 1 & Neighborhood Stabilization Program 3 funds were used to acquire housing complexes to rehabilitate them.

Status Update: Shelter Plus Care facility with the capacity to house 22 people; presently 21 in residence. Supported Housing Program facility has the capac-ity 4, currently 3 due to recent client death. Program possible with Housing & Urban Development (HUD) funds.

The Salvation Army Strategic Objective Sustainability: Advocate for a quality housing continuum that allows for a fair and reasonable advancement of qual-ity of life with Home (5) considerations: A place of residence to call home, Controlled housing by the decision of the family head, Congenial environment (utilities, food), Allows for physical, emotional, spiritual health, Allows access to services tailored to families needs.

This will be an advocate only role of The Salvation Army. Direct services may allow for financial assistance for housing security/ homeless prevention. No properties will be acquired by The Salvation Army for rental properties.

Develop dynamic networks to advocate and develop livable wage connections to rapid re-housing opportunity and supportive services to increase the resilience of individuals and the community.

Strategy 2: Acquire more land for expansion of affordable units.

Update: Affordable Housing Surplus Property Inventory has been created for the years 2007 & 2010.

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Strategy 3: Establish housing preservation and Community Land Trust Requirements.

Update: Investigated by Manatee County but did not pursue. Since investigated, many land trust options by other communities have failed primar-ily due to the lack of access to built affordable housing.

Strategy 4: Develop partnerships with Non-profit organizations to convey County-owned land for the development of permanent housing, rooming houses and affordable non-profit housing de-velopments.

Update: Community Housing Develop-ment Organizations (CHDO) & Afford-able Housing Surplus Property Invento-ry Lists for 2007 & 2010 were created.Manatee Glens rental units are being utilized.

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Call to Action

In order to re-establish a “Housing First” strategy and progress in areas of the plan such as transitional, congregate or single dwelling units, the community is being called upon to establish a resources base of options and propose poten-tial sites for future projects.

Funding options for these types of projects will most likely be achieved through partnerships of public/private funds and working with organizations on the lo-cal, state and federal level.